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Project Management_c
- 1. Professional ProjectProfessional Project Approach& ProcessApproach & Process By Ryan MifsudBy Ryan Mifsud Manage the end to end delivery of Application & IT Solutions helping customers to realise their Infrastructure Optimisation Strategies
- 2. My Qualities &PrinciplesMy Qualities & Principles Process Personality Innovation People Relationship with different types of people is key to project success .. People Relationship with different types of people is key to project success .. Customers demand quality assurance through delivery by due process.. Customers demand quality assurance through delivery by due process.. The ability to suggest solutions and alternatives where appropriate, demonstrates competence and added value to the customer … The ability to suggest solutions and alternatives where appropriate, demonstrates competence and added value to the customer …
- 3. Typical Solutions …TypicalSolutions … • Apps Packaging & Configuration • Apps Development / Migrations • AD & Exchange Migrations • Server Upgrades and Moves • SAN/NAS Storage Solutions • Setting up DC & DR sites • Mobile Communications • Consolidation/Virtualisation
- 4. ……and they maycompriseand they may comprise • User Profiling, Audits and Asset Tagging • Data Rationalisation • Migration (Data, Apps, Users, Mail Boxes) • Application Development or Modifications • Legacy Equipment/System integration • Refurbishment & Disposal • Testing and Acceptance • Contingency Planning and/or Roll Back • Education/Training/Skills Transfer • Documentation • Support & Transition to BAU
- 5. Project DeliveryProject Delivery •Methodologies Used • Approach – Phased • Financials • Benefits The primary challenge of project management is to achieve all of the project goals and objectives while adhering to classic project constraints — usually scope, quality, time and budget. The secondary and more ambitious challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives.
- 6. Methodologies UsedMethodologies Used •PRINCE II, PMI, ISO, CMMi, BSS, Waterfall, SDLC, Agile or Combination off – Process – Documentation – Quality Management • ITIL / ISO – Change Control – Configuration Management – Problem Management – Contingency – Release – Capacity – Continuity (COB) – Availability – Service level • P&L Finance – Cost Tracker - Spreadsheet – Purchasing & Account Polices
- 7. PRINCE 2PRINCE 2 IP1Planning Quality IP2 Planning a Project IP3 Refining the Business Case and Risks IP4 Setting up Project Controls IP5 Setting up Project Files IP6 Assembling a Project Initiation Document DP1 Authorising Initiation DP2 Authorising a Project DP3 Authorising a Stage or Exception Plan DP4 Giving Ad Hoc Direction DP5 Confirming Project Closure CS1 Authorising Work Package CS2 Assessing Progress CS3 Capturing Project Issues CS4 Examining Project Issues CS5 Reviewing Stage Status CS6 Reporting Highlights CS7 Taking Corrective Action CS8 Escalating Project Issues CS9 Receiving Completed Work Package MP1 Accepting a Work Package MP2 Executing a Work Package MP3 Delivering a Work Package SB1 Planning a Stage SB2 Updating a Project Plan SB3 Updating a Project Business Case SB4 Updating the Risk Log SB5 Reporting Stage End SB6 Producing an Exception Plan Closing a project (CP) Initiating a project (IP) Controlling a stage (CS) Managing product Delivery (MP) Managing stage boundaries (SB) SU1 Appointing a Project Board Exec and Project Manager SU2 Designing a Project Management Team SU3 Appointing a Project Management Team SU4 Preparing a Project Brief SU5 Defining Project Approach SU6 Planning an Initiation Stage Starting up a project (SU) PL1 Designing a Plan PL2 Defining and Analysing Products PL3 Identifying Activities and Dependencies PL4 Estimating PL5 Scheduling PL6 Analysing Risks PL7 Completing a Plan Planning (PL) Directing a project (DP) Product Based Planning Change Control Quality Reviews
- 8. The five processgroups are: • Initiating, • Planning, • Executing, • Controlling and Monitoring, and • Closing. PMI IEEE Std 1490™-2003 The nine knowledge areas are: •Project Integration Management •Project Scope Management •Project Time Management •Project Cost Management •Project Quality Management •Project Human Resource Management •Project Communications Management •Project Risk Management •Project Procurement Management
- 9. WaterfallWaterfall• Requirements specification (AKA Verification) •Design • Construction (AKA implementation or coding) • Integration • Testing and debugging (AKA validation) • Installation (AKA deployment) • Maintenance SDLCSDLC • Project Selection • Initiating • Planning • Requirements Definition • Functional Design • System Design • Programming and Development • Integration and Testing • Installation and Acceptance • Closing • Maintenance • Training • Retirement • Model • Implementation • Test • Deployment • Configuration Management • Project management • Environment AGILEAGILE Process Software Development
- 10. Phased Solutions DeliveryPhasedSolutions Delivery Approach SimplifiedApproach Simplified Engagement Phase 1 Design Phase 2a POC & Pilot Phase 2b Deployment Phase 3a Close Phase 3b
- 11. Engagement – PDWEngagement– PDW (Project Definition Workshop)(Project Definition Workshop) INPUT - Customer • Project objectives & scope • Any known exclusions, constraints, assumptions & dependencies • Any known risks & issues • Key stakeholders INPUT – Templates • Statements of work • Rules of engagement, terms & conditions OUTPUT – Joint • Approach, deliverables & high level plan • Likely resource requirements • Project environment and requirements OUTPUT • The costs for the Design and POC & Pilot phase and other indicative costs
- 12. Design - PIDDesign- PID (Project Initiation Document)(Project Initiation Document) • Undertake the design workshops • Create the scope of works • Agree the solutions design • Spec the deployment plan, deliverables, resources and schedule • Spec the POC & Pilot plan, deliverables, resources, schedule and success criteria • Create the PID • Provide costs for the POC & Pilot, and other indicative costs
- 13. POC & PilotPOC& Pilot (Validate)(Validate) • Undertake the POC & Pilot and any revision • Agree the final POC & Pilot solution • Confirm the scope of works, solution design, deployment plan, deliverables, resources, schedule and Build • Update the risks and issues log • Provide costs for Deployment and Closure
- 14. DeploymentDeployment (Build)(Build) • Execute andprogress the project plan • Initiate work packages and schedule project resources • Deliver, test and accept the agreed deliverables • Manage regular progress review meetings and attend project board reviews • Produce weekly highlight and progress reports, and action lists • Track costs incurred • Update the risk and issues logs; manage mitigation and resolution; process change requests • Update the lessons learned log
- 15. CloseClose • Create theinitial project closure document • Hold the initial project closure project management review meeting • Agree the project closure document • Attend the project closure project board review meeting • Agree any follow up actions • Decommission the project environment • Project sign off
- 16. RAG Reporting MadeRAGReporting Made SimpleSimple Red, Amber, Green Reporting on one A3 Sheet containing; Escalation Matrix Resource Calendar Key Milestones Key Deliverables Actions Log Risk log Issues Log Lessoned Learned Dependencies Assumptions Application Status Contingency Planner Out of scope Each section RAG reported incorporation with estimated date
- 17. … with inChange Management … … with in Change Management … … Project is part of ITIL Framework … … Project is part of ITIL Framework … … Effecting and impacting on service delivery … … Effecting and impacting on service delivery …
- 18. P&L Financial TrackingP&LFinancial Tracking • Keeping Project Finances on track – COST Tracker + Spreadsheets • Managing Purchasing and 3rd Party Resources • Ensuring that both Customers and Companies Accounting/Finance Polices are adhered too
- 19. Tabs for various worksheets,used to enter summarised data shown here … Tabs for various worksheets, used to enter summarised data shown here … You can enter Multiple PO’s. The first value shown is the sum of all the PO values … You can enter Multiple PO’s. The first value shown is the sum of all the PO values … Summary values by resource … Summary values by resource … Summary values by Month … Summary values by Month …
- 20. BH=Bank Holiday FoC= Freeof Charge H=Holiday MF=Managed Fund S= Sick Tr=Training BH=Bank Holiday FoC= Free of Charge H=Holiday MF=Managed Fund S= Sick Tr=Training Resource worksheet allows you to enter: •Resources types, •Rates, •Number of days allocated •Etc Resource worksheet allows you to enter: •Resources types, •Rates, •Number of days allocated •Etc
- 21. Here we seeinformation being entered against the actual resource … Here we see information being entered against the actual resource … …and summarised here … …and summarised here … …These must be entered in “Resource” “Resource Type” first …These must be entered in “Resource” “Resource Type” first
- 22. … the abilityto record expenses … … the ability to record expenses …
- 23. … Actual vsForecast graphs … … Actual vs Forecast graphs … … Resource Utilisation Charts … … Resource Utilisation Charts …
- 24. Solution BenefitsSolution Benefits DeliveryManagement approach provides: • A structured step by step approach • A Value Add deliverable after each Phase • Smaller sign off authorisation required • Rapid take on of a fully managed Solution Delivery • Continuous Quality Assurance • Flexibility and Scalability • Continuous Communication & Transparency • Reduced Risk
- 25.